Organizational Behaviour, Third CDN Edition

364 Pages·2010·4.769 MB·English

by  Angelo Kinicki, Nina Cole, Victoria Digby, Natasha Koziol Robert Kreitner

PART 1 UNDERSTANDING THE WORKPLACE
CHAPTER 1
What Is
Organizational
Behaviour?
An organization decides it will hire people
with few skills and job experience. What
challenges might its managers face?
1 What is organizational behaviour?
Isn’t organizational behaviour common sense?
2
Or just like psychology?
How does knowing about organizational
3 behaviour make work and life more
understandable?
4 What challenges do managers and employees
face in the workplace of the twenty-first century?
Winnipeg-based Inner City
Renovation (ICR) does renova-
tion and construction work on
rundown inner city residential and com-
mercial buildings, with the aim of revital-
izing the area.1As part of its mission, the
company employs and trains low-income
residents of the inner city. ICR is a for-
profit company that was created by five
not-for-profit joint venture partners: North
End Housing Project (NEHP), Winnipeg
Partners in Housing (WPH), Spence
Neighbourhood Association (SNA), West
Broadway Development Corporation
(WBDC), and Community Ownership
Solutions (COS). ICR has completed over
50 residential and commercial projects
since opening its doors in August 2002.
Because ICR hires a number of employees who have The challenges that the managers at ICR face in
few skills and little job experience, managers must teach running a successful organization and getting people
the employees how to perform the role of employee. to work well together illustrate several concepts you
Managers must also teach employees about teamwork will find as you study the field of organizational behav-
and leadership while working side by side with them on iour. Let’s take a look, then, at what organizational
construction projects. Can a company like ICR survive as behaviour is.
well as a company not as committed to social values?
D O B
EFINING RGANIZATIONAL EHAVIOUR
1 What is organizational
Organizational behaviour (often abbreviated as OB) is a field of study that investi-
behaviour?
gates how individuals, groups, and structure affect and are affected by behaviour within
organizational behaviour Afield
organizations. Behaviour refers to what people do in the organization, how they per-
of study that investigates the impact
form, and what their attitudes are. Because the organizations studied are often business
of individuals,groups,and structure
organizations, OB is frequently applied to address workplace issues such as absenteeism,
on behaviour within organizations;
turnover, productivity, motivation, working in groups, and job satisfaction. Managers the aim is to apply such knowledge
often apply the knowledge gained from OB research to help them manage their organ- toward improving organizational
izations more effectively. effectiveness.
OB IS FOR EVERYONE
Why do some people do well Do you know what a Does job satisfaction really Are you ready to assume
in organizational settings “typical” organization make a difference? more responsibility at
while others have difficulty? looks like? work?
What people-related Why should you care about
challenges have you understanding other
noticed in the workplace? people?
3
4 Part 1 Understanding the Workplace
OB Is for Everyone
It may seem natural to think that the study of OB is for lead-
*Why do some
ers and managers of organizations. After all, they often set
people do well in
the agenda for everyone else. However, OB is for everyone.
organizational
For instance, many employees have informal leadership
settings while others
roles. They are often expected to move beyond simply pro-
have difficulty?
viding labour to playing a more proactive role in achieving
organizational success. As well, managers are increasingly
Inner City Renovation asking employees to share in their decision-making processes rather than simply follow
www.mts.net/~icri/ orders. For instance, employees in some retail stores can make decisions about when to
accept returned items on their own, without involving the manager. Thus, in many
organizations, the roles of managers and employees have become blurred.2
OB is not just for managers and employees. Entrepreneurs and self-employed indi-
viduals may not act as managers, but they certainly interact with other individuals and
organizations as part of their work. In fact, much of OB is relevant beyond the workplace.
OB applies equally well to all situations in which you interact with others. In fact, OB
is relevant anywhere that people come together and share experiences, work on goals,
or meet to solve problems. The study of OB can shed light on the interactions among
family members, the voluntary group that comes together to do something about
revivingthe downtown area, students working as a team on a class project, the parents
What is organizational behaviour?
It’s a field of study that focuses on
three levels of behaviour in organ-
izations. One level is the individ-
ual, such as the Wal-Mart greeter
handing out smiley balloons.
Another level is the group, such
as the three employees of Praxair,
a distributor of bottled industrial
gases, who meet to discuss their
work. The third level is structure,
which is depicted here by
employees working in cubicles at
Bloomberg, a financial media
company.
Chapter 1 What Is Organizational Behaviour? 5
who sit on the board of their child’s daycare centre, or even the members of a lunchtime
pickup basketball team. Throughout the textbook, a feature called OB in the Streetwill
help you understand these broader connections.
What Do We Mean by Organization?
An organizationis a consciously coordinated social unit, made up of a group of people, organization A consciously
who work together on common goals on a relatively continuous basis. Manufacturing and coordinated social unit,made up of a
group of people,that functions on a
service firms are organizations, and so are schools, hospitals, churches, military units,
relatively continuous basis to achieve
retail stores, police departments, volunteer organizations, start-ups, and local, provin-
common goals.
cial, and federal government agencies. Inner City Renovation, which we discussed in the
opening vignette, is a for-profit organization, but its partners are nonprofit organiza-
tions. Thus, when we say “organization” throughout this textbook, we are referring not
only to large manufacturing firms but also to smallmom-and-pop stores, as well as to the
variety of other forms of organization that exist. Small businesses make up a significant
part of the economy.3Businesses that employ no more than 20 people are responsible for
about one-quarter of all Canadian jobs. Small businesses employing 50 or fewer people
make up 24 percent of Canada’s gross national product. Microbusinesses (companies
with 5 or fewer employees managed by an owner/operator, often as sole proprietor-
ships) account for about 8 percent of the employment in this country.
The examples in this textbook present various organi-
zations so that you gain a better understanding of the
*Do you know many types that exist. Though you might not have con-
what a “typical” sidered this before, the college or university you attend is
organization looks every bit as much a “real” organization as is Hudson’s Bay
like? Company or Air Canada or the Toronto Raptors. A small,
for-profit organization that hires people with limited skills
to renovate and build in the inner city of Winnipeg is as
much a real organization as is London, Ontario-based EllisDon, one ofNorth America’s
largest construction companies. Therefore, the theories we cover should be considered
in light of the variety of organizations you may encounter. We try to point out instances
where the theory may be less applicable (or especially applicable) to a particular type of
organization. For the most part, however, you should expect that the discussions in this
textbook apply across the broad spectrum of organizations. Throughout, we highlight
applications to a variety of organizations in our feature OB in the Workplace.
OB: M S B
AKING ENSE OF EHAVIOUR IN
O
RGANIZATIONS
The managers at Inner City Renovation (ICR) quickly noticed that some of their employees had
special challenges, such as their unemployment rates, their inconsistent job records, and their
low education levels.4Managers interviewed employees about their career interests and their
needs for skill development. In addition, employees have had one-on-one meetings with the ICR
president and the employee support worker. Interviews and meetings are ways to collect data
about employee behaviour. While ICR managers are not researchers, they understand the need
for doing some research on their employees. How is OB research carried out, and in what sit-
uations does it apply?
We have thus far considered why OB can be applied in a variety of settings. In this next 2 Isn’t organizational
section, we consider the other fields of study that have contributed to OB and discuss the behaviour common
fact that OB is a scientific discipline, with careful research that is conducted to test and sense? Or just like
evaluate theories. psychology?
6 Part 1 Understanding the Workplace
The Building Blocks of OB
OB is an applied behavioural science that is built upon contributions from a number of
behavioural disciplines. The main areas are psychology, sociology, social psychology,
anthropology, and political science.5As we will learn, psychology’s contributions have been
mainly at the individual or micro-level of analysis. The other four disciplines have con-
tributed to our understanding of macro concepts, such as group processes and organi-
zation. Exhibit 1-1 presents an overview of the major contributions to the study of OB.
EXHIBIT 1-1 Toward an OB Discipline
Behavioural Contribution Unit of Output
science analysis
Learning
Motivation
Personality
Emotions
Perception
Training
Leadership effectiveness
Psychology Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress Individual
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Sociology
Formal organization theory Study of
Organizational technology Group Organizational
Organizational change Behaviour
Organizational culture
Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
system
Comparative values
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment
Conflict
Political science Intraorganizational politics
Power
Chapter 1 What Is Organizational Behaviour? 7
The Rigour of OB
Whether you want to respond to the challenges of the Canadian workplace, which we
discuss later in the chapter, manage well, guarantee satisfying and rewarding employment
for yourself, or know how to work better in groups and teams, it pays to understand
organizational behaviour. OB provides a systematic approach to the study of behav-
iour in organizations, as well as groups and teams. Underlying this systematic approach
is the belief that behaviour is not random. Thus research studies are conducted and are
the basis for all of the claims made in this textbook.
OB Looks at Consistencies
Certainly there are differences among individuals. Placed in similar situations, people
don’t all act exactly alike. However, there are certain fundamental consistencies under-
lying the behaviour of most individuals that can be identified and then modified to
reflect individual differences.
These fundamental consistencies are very important because they allow predictabil-
ity. For instance, when you get into your car, you make some definite and usually highly
accurate predictions about how other people will behave.
What may be less obvious is that there are rules (written and unwritten) in almost
every setting. Thus, it can be argued that it’s possible to predict behaviour (undoubtedly,
not always with 100-percent accuracy) in supermarkets, classrooms, doctors’ offices,
elevators, and in most structured situations. For instance, do you turn around and face
the doors when you get into an elevator? Almost everyone does. Is there a sign inside the
elevator thattells you to do this? Probably not! Just as we make predictions about driv-
ers, where there are definite rules of the road, so we can make predictions about the
behaviour of people in elevators, where there are few written rules. This example sup-
ports a major foundation of this textbook: Behaviour is generally predictable, and the
systematic studyof behaviour is a means to making reasonably accurate predictions.
OB Looks Beyond Common Sense
When we use the phrase systematic study, we mean looking at relationships, attempt- systematic study The examina-
ing to attribute causes and effects, and basing our conclusions on scientific evidence— tion of behaviour in order to draw
conclusions,based on scientific evi-
that is, on data gathered under controlled conditions, and measured and interpreted
dence,about causes and effects in
in a reasonably rigorous manner—rather than relying on common sense. OB uses sci-
relationships.
entific research to uncover how behaviour works in organizations. Exhibit 1-2 on page8
illustrates the common methods researchers use to study topics in OB.
A systematic approach does not mean that those things you have come to believe
in an unsystematic way are necessarily incorrect. Some of the conclusions we make in
this textbook, based on solid research findings, will support what you always knew was
true. You will also be exposed to research evidence that runs counter to what you might
have thought was common sense. In fact, one of the challenges to teaching a subject such
as OB is to overcome the notion, held by many, that “it’s all common sense.”6
You will find that many of the so-called common-sense views you hold about human
behaviour are wrong, on closer examination. Moreover, what one person considers com-
mon sense frequently runs counter to another’s version. Are leaders born or made? What
is it that motivates people at work nowadays? You probably have answers to such questions,
and individuals who have not reviewed the research are likely to differ on their answers.
If understanding behaviour were simply common sense, we would not observe many
of the problems that occur in the workplace, because managers and employees would
know how to behave. For instance, we likely would not see people being bullied in the
workplace, managers who don’t know how to manage, and team members who don’t
inform teammates when their work is goingto be late. Unfortunately, as you will see from
8 Part 1 Understanding the Workplace
EXHIBIT 1-2 Research Methods in OB
Field Studies
in real-life
organizations
Meta-Analysis Laboratory Studies
using statistics to in simulated and
pool results of controlled settings
different studies
Sources of
research insight
in OB
Survey Studies Case Studies
using questionnaires
looking in depth
and interviews in
at single situations
sample populations
Source:J. R. Schermerhorn, J. G. Hunt, and R. N. Osborn, Organizational Behavior,9th ed., 2005, p. 4. Copyright © 2005 John Wiley &
Sons, Inc. Reprinted with permission of John Wiley & Sons, Inc.
examples throughout the textbook, many individuals exhibit less than desirable behav-
iour in the workplace. With a stronger grounding in the systematic analysis of OB, indi-
viduals would be able to avoid some of these mistakes. This chapter’s Point/Counterpoint
on page 22 looks at how systematic OB is.
One of the objectives of this textbook is to expose you to a systematic analysis of
behaviour, in the belief that such analysis will improve your accuracy in explaining and
predicting behaviour. Understanding OB may also help you behave better in organi-
zations and groups as well. For example, after studying OB, you may realize that you
should not discuss The Apprenticeat 8:00 a.m. in the manager’s office if your manager
needs quiet time, is an introvert, and is production-oriented.7
OB Has Few Absolutes
There are few, if any, simple and universal principles that explain OB. In contrast, the
physical sciences—chemistry, astronomy, and physics, for example—have laws that are
consistent and apply in a wide range of situations. Such laws allow scientists to gener-
alize about the pull of gravity or to confidently send astronauts into space to repair
satellites. However, asone noted behavioural researcher concluded, “God gave all the easy
problems to the physicists.” Human beings are complex. Because we are not alike, our
ability to make simple, accurate, and sweeping generalizations is limited. Two people
often act differently in the same situation, and the same person’s behaviour changes
in different situations.
OB Takes a Contingency Approach
Just because people can behave differently at different times does not mean, of course,
that we cannot offer reasonably accurate explanations of human behaviour or make
Chapter 1 What Is Organizational Behaviour? 9
valid predictions. It does mean, however, that OB must consider behaviour within the
context in which it occurs—known as a contingency approach. So, for example, OB contingency approach An
scholars would avoid stating that effective leaders should alwaysseek the ideas of their approach taken by OB that considers
employees before making a decision.Rather, we may find that in some situations a par- behaviour within the context in
which it occurs.
ticipative style is clearly superior, but in other situations an autocratic decision style is
more effective. In other words, as you will see in Chapter 8, the effectiveness of a particular
leadership style depends on the situation in which it is used. The OB scholar would
therefore try to describe the situations to which each style is suited.
Consistent with the contingency approach, the Point/Counterpointfeature included in
each chapter presents debates on some of the more controversial issues in OB. These
debates highlight the fact that within OB there is disagreement on many issues. The
Point/Counterpointformat gives you the opportunity to explore different points of view
on an issue, discover how diverse perspectives complement and oppose each other, and
gain insight into some of the current debates in the OB field.
H W K OB M
OW ILL NOWING AKE A
D ?
IFFERENCE
When we talk about the impact of OB in each chapter, we consider the impact on both 3 How does knowing
about organizational
the workplace and the individual (see our features OB in the Workplaceand OB in the
behaviour make work
Street). So let’s begin our discussion of OB’s impact by looking broadly at how knowing
and life more
about OB makes a difference in the workplace, before we look at how OB affects us
understandable?
individually.
In the Workplace
From a management point of view, understanding OB can help you manage well. Still,
you might wonder whether managing well really makes a difference. Markham, Ontario-
based Black Photo Corporation’s president, Rod Smith, learned that not listening to Black Photo Corporation
employee demands can have undesirable consequences when he was confronted with www.blackphoto.com
a union drive at Black’s. He notesthe difficulties he has experienced in working with a
union. “One of the things that you lose when you get unionized is that ability to be
compassionate, because the rules are the rules, and they catch people in ways we prefer
not to catch them.”8
Consider another manager’s perspective. Aris Kaplanis, president and CEO of Toronto-
based Teranet, understands the importance of managing well. In the high-tech industry, Teranet
where turnover is typically 10 to 20 percent, Teranet’s annual turnover rate is less than www.teranet.ca
1 percent. Kaplanis believes that his turnover is low because Teranet developed a corporate
culture that is both humane and family-friendly. “My perspective is that the company has
two assets—one is the customers, the other is our employees. Both of these assets have
to be serviced.”9
The evidence indicates that managing people well makes for better corporations
overall. Exhibit 1-3 on page 10 shows that many of the firms that made the KPMG/Ipsos
Reid list of “Most Respected Corporations for Human Resource Management” also
scored high on financial performance and best long-term investment value. Five of the
companies placed in the top 10 on both financial measures.
Each year, Report on Business(ROB) magazine publishes a list of the “50 Best Employers
in Canada.” The magazine’s 2005 survey identified three main traits of best-loved com-
panies: (1) they show appreciation for their employees, (2) they coach employees to help
them move up in the organization, and (3) they have good leaders who present the
corporate strategy clearly and consistently.10
10 Part 1 Understanding the Workplace
EXHIBIT 1-3 Most Respected Corporations for Human Resource Management
(KPMG/Ipsos Reid’s 2005 Survey)
Rank on Best
Rank on Financial Long-Term
Location Industry Performance Investment Value
1. RBC Financial Group Toronto Financial Services 1 1
2. WestJet Airlines Calgary Air Transportation n/a n/a
3. Dofasco Hamilton, ON Steelmaker n/a n/a
4. TD Bank Financial Group Toronto Financial Services 6 5
5. EnCana Corporation Calgary Oil and Gas 3 2
6. Manulife Financial Toronto Financial Services 4 4
7. IBM Canada Markham, ON Computers n/a n/a
8. Toyota Canada Scarborough, ON Automotive n/a n/a
9. BMO Financial Group Toronto Financial Services 7 7
Source:KPMG/Ipsos Reid, Eleventh Annual Survey of Canada’s Most Respected Corporations,
www.mostrespected.ca/en/documents/CMRC2005En.pdf (accessed May 5, 2006).
While the KPMG/Ipsos Reid survey shows that managing well adds to the bottom line,
the ROBsurvey shows more directly that managing well provides managers with day-to-
day returns. ROB’s 50 best employers have low turnover, and employees want to stay with
their firms—even when they are offered higher-paying jobs by other companies.
Employees with the 50 best employers who participated in the ROB survey did not
mention money. Instead, they noted that the company recognizes their performance
in little ways that make a difference.
The message from both surveys is this: Managing people well pays off. Doing so may
organizational commitment also lead to greater organizational commitment. We use this term to describe the
The degree to which an employee degree to which an employee identifies with the organization and wishes to maintain
identifies with the organization membership in the organization.11This type of commitment is often called affective
and wishes to remain with the
commitment, which describes the strength of an individual’s emotional attachment
organization.
to, identification with, and involvement in the organization. Employees who are highly
affective commitment The committed go beyond expected behaviours to provide extra service, extra insight, or
strength of an individual’s emotional
whatever else is needed to get the job done. There is some concern that extreme orga-
attachment to,identification with,
nizational commitment can have negative effects, in that employees with strong orga-
and involvement in the
organization. nizational commitment may behave unethically to protect the organization. However,
this concern should not be a reason to avoid encouraging commitment. One benefit of
having committed employees is that they are less resistant to change when organizations
need to carry out changes.
Finally, managing well may improve organizational citizenship behaviour, a topic
we discuss later in the chapter.
For You as an Individual
You may be wondering exactly how OB applies to you if you are still in school and not
yet working. Or you may want to know how OB applies to you if you are planning to run
your own business or work for a small nonprofit organization, rather than a large organ-
ization. Or you may be asking yourself how OB applies to you if you are not planning
on being a manager. We look at each of these scenarios below to help you see that OB
is relevant in a variety of situations.
Chapter 1 What Is Organizational Behaviour? 11
“What if I Am ‘Just’ a Student?”
You may think that OB is only useful once you reach the workplace. However, many of
the concepts that apply to organizations also apply to teamwork, something many stu-
dents have to do. As a team member, it’s important to know how personality differ-
ences affect the ability of people to work together. You may need to motivate members
of your team. Or you may want to know how to create a more effective team or solve con-
flict in a team. Individually or as part of a team, you also have decisions to make and need
to know how to communicate with others. All of these topics are covered by OB.
“What if I Am Not Going to Work in a Large Organization?”
You may think that when we say “organization” we are referring to large financial firms
in office towers, to the exclusion of the variety of other forms of organization that exist.
You may be thinking that you want to work in a small business, or in your family’s
business, so OB has no relevance for you. But this would be short-sighted. Throughout
your life you will work with a variety of organizations, and OB will help you better
understand how those organizations work.
“What if I Do Not Want to Be a Manager?”
Many of us carry around a simplistic view of work organizations, with the participants
divided into set categories: owners, leaders and/or managers, and employees. These
distinct roles are found most often in large, publicly held organizations. Distinct orga-
nizational roles become more blurred when we discuss smaller, privately owned firms.
When we talk about leadership in organizations, we typically mean the person or
persons responsible for setting the overall vision of the organization, although leader-
ship can come from informal sources as well. While managers and leaders have seen their
roles expand as a result of factors such as globalization and e-commerce, employees
are also being asked to “move beyond their traditional role as inputs to the process of
achieving organizational goals.”12 More and more employees are taking on this new
role and responsibility. In particular, The Conference Board of Canada says that in high- The Conference Board of
performance organizations, “Employees are willing to be accountable for their own Canada
www.conferenceboard.ca
and the organization’s success.”13To be accountable means that employees “take charge
of their own careers, decide what skills they need to acquire and determine where they
wish to employ these skills.”14
You may be thinking that you are not planning to work in an organization at all
because you would prefer to be self-employed. While self-employed individuals often
do not act as managers, they certainly interact with other individuals and organizations
as part of their work. Thus, the study of OB is just as important for the sole proprietor
or entrepreneur as for those who work in large organizations. It gives all of us more
insight into how to work with others, and how to prepare to become employees in the
twenty-first-century workplace.
T ’ C C
ODAY S HALLENGES IN THE ANADIAN
W
ORKPLACE
Inner City Renovation (ICR) employees are different from many typical for-profit organizations.15
Forty-seven percent have not completed high school, 58 percent have criminal records, 79per-
cent were unemployed before being hired by ICR, and 37 percent had not held a job for more
than 2 years. Employees often have had jobs that last only a fewdays to a month; 26 percent
have held 30 jobs or more. The lives of these employees are marked by unstable employment,
and thus, within the first year of employment at ICR, 42 percent missed or were not able to work
because of domestic or family issues.